Morgan Philips Executive Searchhttps://www.morganphilipsexecutivesearch.com
Recruitment consulting company specialized in Executive Searchement spécialisé dans le management de transition et d'interimWed, 21 Feb 2018 14:50:12 +0000en-UShourly1http://wordpress.org/?v=4.3.15As a challenger, how can you attract talent?https://www.morganphilipsexecutivesearch.com/blog/as-a-challenger-how-can-you-attract-talent/
https://www.morganphilipsexecutivesearch.com/blog/as-a-challenger-how-can-you-attract-talent/#commentsTue, 26 Dec 2017 16:08:57 +0000https://www.morganphilipsexecutivesearch.com/?p=9234 There are many advantages to being a challenger, even when it comes to recruiting talented candidates. Not being a market leader does not make your company unattractive, far from it! In recent times, we have witnessed the appearance of new positions, usually within large companies, focused on headhunting and... Read more

There are many advantages to being a challenger, even when it comes to recruiting talented candidates. Not being a market leader does not make your company unattractive, far from it!

In recent times, we have witnessed the appearance of new positions, usually within large companies, focused on headhunting and the recruitment of top candidates. For instance, “Campus Manager”, “Talent Acquisition” etc… Nowadays, strategies for the acquisition of talented candidates primarily revolve around the “employer brand”. The aim is to enhance the appeal of the brand as a potential employer.

But this is something challengers must consider, as evidently for them, the brand is not enough.

In contrast to companies that are already well-established, for challengers, the digital revolution offers an opportunity to recruit the best which is just as effective as the means employed by large companies. So the question is how?

Be unconventional

When it comes to the recruitment of talented candidates, it is conventional to adopt the standards of big business, playing by their rules and offering top candidates promising career prospects. While it’s true that market leaders tend to emphasise their professional codes, especially with regards to the recruitment of top candidates, reinventing these codes calls for a completely different skill set than those required to implement a robust process. Dear Challengers, to attract the best, it is worthwhile thinking outside the box and finding a way to stand out!

Have faith in your talent to attract more talent

In contrast to those at large companies, recruiters at challenger companies embody the brand. In essence, candidates applying to Apple, do so because it’s Apple. If they apply to a challenger, it will take a lot more to convince them. Furthermore, we are now seeing the mass arrival of the Millennial generation, people who are new to the labour market and much less in tune with institutional narratives. It’s time to put your trust in your most recent recruits. With their fresh perspective, these standard-bearers will be a more credible way of illustrating the value of your company than someone who would say the same thing but may not have known anything else. As opposed to leaders, challengers have the advantage of a future more closely aligned with the different approaches of today’s labour market: that of flexibility. Previously, those who were taken on did what they were told to do. Today, the fact is that people are hired to do more of what they have chosen to. Understanding this new mindset is the hallmark of a rare breed of leader or of challengers who have nothing to lose by encouraging an acceptably marginal outlook.

Work with recruitment professionals

Enlisting the services a recruitment firm will be of great benefit to challengers in search of that rare gem. The reputation and image of the firm will make it easier to unearth the ideal candidate. It is the explicit aim of adapting to a new landscape that has meant recruitment firms such as Fyte and Morgan Philips wasted no time in rewriting the rules of the game in their bid to offer genuine added value. By collaborating with an entire network of professional experts by sector and position, we have managed to uncover a great many more opportunities meaning we can find THE best candidate for the job. So, what about you? How do you go about finding the best talent?

Transforming criticism into opportunity

In interview situations, you might not always like what you hear… Inexperienced, too expensive… So, what is the best way to react and use things to your advantage?

Coming up with the perfect answer or response to certain questions or replies during an interview is not always all that easy. We tend to say a little too much, be defensive, leading the recruiter to believe that you have a rigid or closed approach, which is far from advantageous. Let us imagine a game of tennis. You move up for a volley and are beaten by a passing shot. You should think of these criticisms as passing shots. If you are closed and rigid, they will have a more profound effect on you. Whereas those employing a more composed approach, using any anger to their advantage, will perform better in the final.

Self-control can be learnt

Anticipation is the key to success. In order to avoid being caught off guard in interviews, you should firstly work out which topics might unsettle you. Are you absolutely sure of the situation? Do you really want the job? Do you know what might unsettle you at an emotional level? What emotions do you experience when the recruiter objects to something you say? Do you know how to contain them?

Prepare lists in advance of the things you could offer the company if you were to join it, both on a human and technical level and do some research on the person you’ll be speaking to.

Remember that there is an intention behind every objection or criticism, and your job is to illustrate it.

Recruiting is both a risk and a financial investment. For the recruiter, it is important not to make a mistake for fear of how this might look to senior management. Thus, typical comments such as “you’re too expensive”, “you’re not familiar enough with the sector”, actually conceal a doubt, a worry, which simply need to be addressed! The fact is that, as a candidate, you must decode what actually lies behind these objections. Is the recruiter actually asking questions about your future abilities within a team? Ask open questions, that way you will be able to get to the heart of what has been said to you, and offer reassurance.

Lastly, you cannot overlook “winning behaviour”. Any recruiter will tell you that for managerial positions, the “feeling” accounts for around 50% of the decision. Knowing how to adapt, offering specific evidence in what you say (talk about your accomplishments), being flexible… These are both qualities and offer possibilities to transform criticisms into opportunities.

Morgan Philips Executive Search

Search and selection of directors, senior managers and technical experts. We can find the best talent for your company wherever it may be.

>> Recruit your talent better, faster and at the most competitive rates.

]]>https://www.morganphilipsexecutivesearch.com/blog/as-a-challenger-how-can-you-attract-talent/feed/0How artificial intelligence will drastically alter our jobshttps://www.morganphilipsexecutivesearch.com/blog/how-artificial-intelligence-will-drastically-alter-our-jobs-1/
https://www.morganphilipsexecutivesearch.com/blog/how-artificial-intelligence-will-drastically-alter-our-jobs-1/#commentsThu, 09 Nov 2017 15:46:14 +0000https://www.morganphilipsexecutivesearch.com/?p=9168 Automation, Optimization and Decision Support For the most pessimistic, robots and other intelligent machines will soon be able to replace all humans at work. For others, these high-performance solutions are a tremendous opportunity to develop our professions. In fact, the revolution is already underway. Retail brand chatbots who speak... Read more

Automation, Optimization and Decision Support

For the most pessimistic, robots and other intelligent machines will soon be able to replace all humans at work. For others, these high-performance solutions are a tremendous opportunity to develop our professions. In fact, the revolution is already underway. Retail brand chatbots who speak with consumers, voice-activated home assistants, optimization of radiation therapy in cancer treatment…. Automation is gaining ground all around us thanks to manufacturers’ acceleration of the development of machine learning solutions as well as increasingly easier adoption by individuals and businesses alike. What makes these intelligent systems attractive and efficient? Their ability to learn continuously, as the human brain, but faster and about massive quantities of data, enabling better usage.

Soon, all service professions may be affected. Oxford asked researchers to estimate the time remaining for certain occupations before being replaced by artificial intelligence. Certain tools assess the “probability” that our job would disappear in favor of robots. Yet, the consensus among Artificial Intelligence specialists is that machines are not intended to replace men. They are to make life easier for men, free more time for them and optimize their tasks to ultimately add value to their work. And in recruitment? How are these cognitive innovations that want to make you “enhanced” recruiters?

An Intelligent Super Assistant

In relying upon A.I., professionals will lighten their load of repetitive and laborious tasks during sourcing and prequalification steps. Among the thousands of resume libraries, from job boards to online websites, several tools are able to identify the person whose qualifications best meet your business needs and company culture. This enables you to target difficult-to-reach talents, whether they are actively seeking a job or not. Even better, the intelligent solution is fed a summary of the profile’s entire digital footprint. Blog, professional social media and personal posts, published works… all public traces left online are within reach of A.I., which knows how to derive the essence of it both quicker and more accurately than you. It’s not only an asset in terms of saving time but in regard to relevance. These tools analyze the matching potential between the candidate and your company, not only regarding their qualifications, but also considering complex data such as interpersonal skills, interests, psychological profile and risks—many factors difficult to identity prior to an interview or even during one.

Artificial intelligence solutions relevant to recruitment don’t stop there. Certain programs can conduct first interviews remotely, on video; again, saving you skimming time. They are able to see and interpret things that neither a resume nor cover letter would show and estimate the success rate of future collaboration. Above all, these tools avoid necessarily subjective “human” bias and prejudices from any meeting between two individuals, as to only retain objective criteria.

In automating tasks with little added value and prequalifying relevant profiles, A.I. frees your time to dedicate yourself to what makes up your core business which is, strictly speaking, recruitment; where the human dimension and direct contact will remain paramount, well into the future.

The Irreplaceable Savoir-faire of Recruitment Professionals

Despite these dizzying technological advancements, Artificial Intelligence remains, above all, a help for the professionals that we are. It doesn’t involve being replaced, but coexisting with these cognitive models, to get the best out of it in order to improve its processes. Several recruitment firms and headhunters who are already relying on their own innovative sourcing methods to save time and properly aim in their searches have understood.

It’s the commitment of Morgan Philips Executive Search, who is renewing its sourcing approach in order to target more relevant profiles. To do so, we are relying on both an online global database that is shared among our consultants in real time as well as four research centers around the world, where our sourcing actors are working on all relevant digital databases according to the assignments at hand (e.g. resume libraries, specialized national databases, main schools, etc.) in order to significantly increase the number of potential candidates considered. Our club of experts, Le Club 5000, provides us with access to a network of recommended, high-potential certified profiles, along with a community of experts—the implementation of the power of crowd sourcing. Together, these precious sources of information provide unrivalled thoroughness, helping us to quickly reach often passive, ordinary candidates invisible from the radar, as they are rarely actively searching. In addition, our assignments have substantial online visibility with, on average, 9 million people viewing our posts on social networks each month! Enough distinguishing features are the fruit of proven experience and a specialized method, conceived by and for recruitment professionals.

Consulting at the Core of Our Business

While robots and cognitive systems will allow you to speed up the sourcing phases and perform a pre-sorting and pre-qualification to avoid casting mistakes, this only makes up a part of a recruiter’s activity. It’s really the meeting between two people that crystallizes the very usefulness of the function. Only a human being can convince another to come and meet to discuss their application or any possible changes. Just look at the lack of results from InMails sent on LinkedIn. 72% of candidates contacted by (internal and external) recruiters on social networks do not reply to messages (Source: Social Talent study) and those who do reply are not necessarily the best. Only pre-screening telephone interviews can convince talents.

Judging the way a candidate will correspond to the position and company, estimating the match between their qualifications and actual needs and properly assessing their soft skills are areas of expertise still reserved for established professionals.

From the number of candidates they receive and diversity of businesses for which they work, recruitment firms have the ability to pinpoint character, determine both professional and human skills and understand the specific characteristics of the markets they address. But above all, they know how to effectively finalize recruitment, because after the research and first meetings, it’s a matter of convincing the candidate! This is one mission we could never entrust to Artificial Intelligence, being the essence and very interest of our profession.

Thus, let’s consider this new cognitive era as an opportunity—one to help us with repetitive and daunting tasks. By combining these possibilities with the innovative methods we master, we have the ability to refocus on our core business: to meet, evaluate and best determine the probability of success in future collaboration.

]]>https://www.morganphilipsexecutivesearch.com/blog/how-artificial-intelligence-will-drastically-alter-our-jobs-1/feed/0Launch of our Fyte brand in Mexicohttps://www.morganphilipsexecutivesearch.com/blog/launch-of-our-fyte-brand-in-mexico/
https://www.morganphilipsexecutivesearch.com/blog/launch-of-our-fyte-brand-in-mexico/#commentsTue, 07 Nov 2017 15:37:58 +0000https://www.morganphilipsexecutivesearch.com/?p=9102 Fyte the innovative recruitment firm A year after opening its office in Mexico with the Morgan Philips Executive Search brand, Morgan Philips Group is pleased to announce the creation of its new brand Fyte in Mexico City. Laurent Mandato will head Fyte Mexico with a team of... Read more

Laurent holds two Bachelor degrees, one from NEOMA Business School and the other one from UDLA in International Business. He started his career as a Sales and Marketing Manager in the media and entertainment industries.

5 years ago, he specialized in the recruitment and headhunting fields. He started in an international recruitment firm in Mexico City and then, he joined Morgan Philips Executive Search where he has managed the FMCG & Retail practices.

Laurent Mandato – Director of Fyte Mexico

Fyte is a 4.0 specialized temporary and permanent recruitment firm.

We have defined a new model that allows you to better, faster and less expensively recruit your talents all over the world.

To conceive this new model, we focused on two main elements of the recruitment value chain—Sourcing and Consulting.

Recruit better:

For each candidate you will receive a video CV together with the results of a series of technical and personality tests in addition to a traditional CV.

At each stage, our specialised consultant will be there to advise you, unlike the majority of firms which have become little more than CV brokers.

Thanks to innovative sourcing, both locally and internationally, you will have access to a database significantly larger than that of our competitors and thus find the talent ready to ’FYTE’ for your company.

Recruit faster:

Our specialized sourcing teams analyze all the major databases available on the internet and identify the best candidates for our consultants.

Our talent pool is fed by our research centers, social networks and FYTE job offers.

These highly effective sourcing methods enable us to offer you profiles which fit best with what you are looking for locally, nationally or internationally, for temporary or permanent staff in just a few hours.

Recruit for less:

Thanks to the optimization of our sourcing tools, the responsiveness of our local and global databases and our optimized process, we are able to offer you extremely competitive rates:

Fees (FTC/permanent recruitment) starting at 18% of the candidate’s total gross annual compensation

After 4 years in operation, Morgan Philips Group has over 300 employees spread over 14 countries. Morgan Philips Group is currently working to establish a long-term strategy for recruiting talents in the 21st century.

]]>https://www.morganphilipsexecutivesearch.com/blog/launch-of-our-fyte-brand-in-mexico/feed/0Corporate Digital Transformation: what is the likely impact on HRDs?https://www.morganphilipsexecutivesearch.com/blog/corporate-digital-transformation-what-is-the-likely-impact-on-hrds/
https://www.morganphilipsexecutivesearch.com/blog/corporate-digital-transformation-what-is-the-likely-impact-on-hrds/#commentsTue, 24 Oct 2017 14:47:45 +0000https://www.morganphilipsexecutivesearch.com/?p=9052On Thursday 21st September 2017, in collaboration with the consultancy firm Business&Decision, Morgan Philips Switzerland undertook a closer analysis of what digital transformation may hold in store for Human Resources Managers. This is an overview of some of the key points raised at this conference which generated excited, and exciting,... Read more

On Thursday 21st September 2017, in collaboration with the consultancy firm Business&Decision, Morgan Philips Switzerland undertook a closer analysis of what digital transformation may hold in store for Human Resources Managers. This is an overview of some of the key points raised at this conference which generated excited, and exciting, debate!

1. Digital transformation isn’t a choice, it’s a fact

The term digital transformation refers to a process which, for a company, consists of fully integrating digital technology into the entirety of its activities, in order to cater for the new ways it is used both by its clients and staff.

On a strategic level, digital transformation places the – staff and client – experience at the heart of the company roadmap. On an operational level, it therefore calls for a complete rethink of the way companies are organised and function internally.

2. Digital transformation and company culture

Above all else, digital transformation is a matter of change management, it addresses the strategic objectives of the company and can be coordinated by a Chief Digital Officer. Among the 20% of companies* who have already created this position, it is interesting to analyse the importance given to digital transformation as reflected by the role’s hierarchical positioning, and two points in particular: its proximity to General Management and the level of collaboration with different areas of the company.

For it to succeed, digital transformation must take a company’s culture, its DNA, into consideration. It isn’t a case of trying to become something else, but rather integrating the digital into a respectful overview of the company history.

In other words, it isn’t a matter of just mimicking others, who neither have the same history, or the same company culture, nor is it a question of “simply” applying “best practice”, but instead of “becoming what you are”.

But how do we avoid losing our way during this transformation period? This is thanks to data, the new lifeblood of all companies, and more specifically of capitalising on the value of a company’s own data, which feed into digitalisation and the creation of value. The data to do more, to do things better, to work more fairly and differently with respect to the most important asset of all, people! Managing talented staff, identifying psycho-social determinants or accidents, guiding employee role modifications, training and recruiting the new candidates required to support this change – such as a CDO -, the implementation of new internal communication channels and areas of collaboration are as much of a risk as an opportunity during digital transformation: HRDs are on the front line and are ultimately responsible for drawing up the new rules of engagement and ensuring they are followed.

3. The employer brand

Capitalising on an employer brand has become an essential and constant priority for Human Resources departments in Switzerland in order to attract the best candidates and stand out among a competitive international field. To create a genuine and attractive employer brand, it is important to think outside the box, and develop a true HR communication strategy. There should be 2 main objectives, reducing recruitment-related costs and lowering staff turnover: recruiting the most talented staff is all well and good, keeping hold of them is even better. By nurturing an employer brand, not only can a company entice potential candidates and encourage them to apply, but it can also underline the worth of its employees, who are its prize asset. A new approach must therefore be adopted whereby candidates are seen as clients and staff are the lead ambassadors.

Every company has its strengths, it is up to leaders and team members to identify and portray them in order to attract the best and develop further.

4. HRDs, the cornerstone of digital transformation

The role of the HRD has never been more important for companies, and is gaining ever more relevance in light of transformation: finding that rare gem, fostering loyalty, supporting staff in a context which can prove testing, setting out the new rules of engagement and communicating them effectively not only requires close collaboration with different departments, but also integration, the provision of an ever stronger element of marketing in order to refine the employer brand – and therefore impose the sort of performance indicators on themselves that would traditionally be used in Business and Marketing. HRDs therefore form the bedrock of successful digital transformation, one which requires all company departments to really pull together – and not just sequentially or in parallel.

]]>https://www.morganphilipsexecutivesearch.com/blog/corporate-digital-transformation-what-is-the-likely-impact-on-hrds/feed/0Family Offices in Switzerland, an exacting and discreet form of recruitmenthttps://www.morganphilipsexecutivesearch.com/blog/family-offices-in-switzerland-an-exacting-and-discreet-form-of-recruitment/
https://www.morganphilipsexecutivesearch.com/blog/family-offices-in-switzerland-an-exacting-and-discreet-form-of-recruitment/#commentsMon, 23 Oct 2017 09:07:51 +0000https://www.morganphilipsexecutivesearch.com/?p=9028While for a long time now Switzerland has stood shoulder to shoulder with London as one of Europe’s leading family office hubs, these companies remain a source of mystery for a large number of candidates. There follows a number of important insights into recruitment in this booming industry and its... Read more

While for a long time now Switzerland has stood shoulder to shoulder with London as one of Europe’s leading family office hubs, these companies remain a source of mystery for a large number of candidates. There follows a number of important insights into recruitment in this booming industry and its sometimes unknown workings.

1. The family office: definition and particularities

Family offices are private organisations set up to hold and manage the assets of one or several families. They manage family-owned wealth and offer a range of services such as inheritance planning, wealth management and even asset consolidation. A family officer organises and provides a package of services, which are primarily financial, legal and fiscal, for the ongoing wellbeing of families’ economic interests. In contrast to a private banker, whose role mainly consists of assembling and managing financial assets, a family officer gives advice on significant holdings but does not sell anything. There are several types of family office. There are some which are solely focused on one family and others which manage several and could be likened to trusts.

Three specific types of family office can be identified. The mono or single-family office (SFO), the multifamily office (MFO) and the banking office. Single family offices are reserved for considerable holdings that are used to pay employees involved in wealth management. As regards the multifamily office, this is an independent company which uses its commission to pay its employees and works for several families. Lastly, banking offices are run by banks.

In terms of salary, family offices have comparable pay schemes to those of banks (certain among them come in at 10 or even 20% above average). In addition to their fixed salaries, investment advisors are paid a performance-related bonus, while associates receive dividends.

2. The candidate profile sought

In general, desired candidates are largely those who possess a strong entrepreneurial mindset (a sense of responsibility, development capacity and autonomy), in tandem with experience and high-level technical expertise (investment, legal, accounting, property and administration) as well as an ability to attract clients. In short, prospective candidates tend to be senior and bilingual English speakers in light of the wide ranging cultural and geographical client background (over half are international). The human aspect is also critical. Candidates require a certain intellectual agility in order to be able to engage in high-level, technical exchanges with clients while at the same time remaining at an arm’s length where necessary. The working environment is a highly demanding one (in terms of candidate availability (e.g. 24/ 7 for CFO roles)) and subject to absolute confidentiality, which is determined by the different regulations governing the sector. In summary, close attention will be paid to hard skills as well as soft skills.

3. Particularities of the recruitment process

The world of the family office is renowned for its discretion, and sometimes even secrecy, which often remains misunderstood by finance candidates. Despite being niche work, there is still occasional recruitment within the sector. Recruitment is often carried out through networks, on the basis of recommendations or by headhunting firms, with financial prudence remaining the watchword. Over recent years, Family Offices in Switzerland have recruited no more than an average of 5 to 10 new members of staff per year. However, in the 10 years that lie ahead, the sector looks set to undergo large-scale development, in the knowledge that such organisations currently only cater for around 20% of potential clients.

]]>https://www.morganphilipsexecutivesearch.com/blog/family-offices-in-switzerland-an-exacting-and-discreet-form-of-recruitment/feed/0Actors in the African Green Revolutionhttps://www.morganphilipsexecutivesearch.com/blog/actors-in-the-african-green-revolution/
https://www.morganphilipsexecutivesearch.com/blog/actors-in-the-african-green-revolution/#commentsFri, 13 Oct 2017 09:52:19 +0000https://www.morganphilipsexecutivesearch.com/?p=8913According to a report by the United Nations, the global population will reach 9.1 billion by 2050, a 34% increase in today’s population. This change, of course, raises questions about our ability to meet the future needs of a growing population. Such growth will impact all emerging countries. According to... Read more

]]>According to a report by the United Nations, the global population will reach 9.1 billion by 2050, a 34% increase in today’s population. This change, of course, raises questions about our ability to meet the future needs of a growing population.

Such growth will impact all emerging countries. According to the study’s estimates, Africa will be a home to more than 2 billion inhabitants.

Global agricultural production will need to rise by 70% in order to keep up with this increase.

In Africa, agriculture represents nearly 30% of the continent’s GDP and employs almost 60% of its labor force. However, its productivity is very often at risk due to various factors such as climate change, the mobility of rural youth populations migrating to cities and sometimes-difficult access to water in these areas.

Therefore, some African entrepreneurs are working to improve working conditions and farmers’ performance. These young startups revolutionize the industry thanks to new technologies providing much more accurate weather forecasts, projecting aerial and drone images and even making use of information about the quality of farmland.

This development is dependent upon two aspects: Big Data & access to new technologies.

These two aspects have one thing in common: information sharing promoted by openness to the Internet of Things, making these technologies more accessible.

Access to Big Data

This is the basis of most innovations, given the flow of new information that contributes to the development of new decision-making, enforcement and web service tools.

This helps to reduce waste as well as enables those in the farming industry to be informed about market development.

Access to New Technologies

Nigerian startup Zenvus evaluates and analyzes certain data relevant to land use such as its temperature, nutrients and health from a vegetation standpoint. This information also helps farmers to optimize the treatment of their agricultural operations through better irrigation and the use of appropriate fertilizers, boosting their performance.

Armed and full of hope, Africa enters this new green revolution. But still, a major obstacle remains before we put these practices into action across the continent: the need to persuade those in the farming industry of the value of this new expertise. Some are still resistant to change, so a few more years of dialogue and learning are needed to raise awareness on the merits of these new approaches among farmers.

]]>https://www.morganphilipsexecutivesearch.com/blog/actors-in-the-african-green-revolution/feed/0Towards greater diversity in the logistics and transport sector?https://www.morganphilipsexecutivesearch.com/blog/towards-greater-diversity-in-the-logistics-and-transport-sector/
https://www.morganphilipsexecutivesearch.com/blog/towards-greater-diversity-in-the-logistics-and-transport-sector/#commentsThu, 12 Oct 2017 08:35:23 +0000https://www.morganphilipsexecutivesearch.com/?p=8905Are transport and logistics jobs “men’s work”? The cliché is one of a hard life, but in truth the tide seems to be turning with recruitment taking on a growing female influence. This is particularly true following a realignment and evolution of roles in the sector. A number of years... Read more

Are transport and logistics jobs “men’s work”? The cliché is one of a hard life, but in truth the tide seems to be turning with recruitment taking on a growing female influence. This is particularly true following a realignment and evolution of roles in the sector.

A number of years ago, companies in the logistics and transport sector started thinking about the place of women in their teams.

They already make up 20 to 25% of staff, proof if any were needed that these jobs are not the exclusive preserve of men, far from it. The profession’s image nevertheless remains heavily stereotyped, which itself results in women looking elsewhere, wrongly assuming that there’s no role for them. It also creates a preference among recruiters for appointing men, who are judged to be more “steadfast”, “robust” and better cut out for this kind of work. Which is why female truck drivers are so few and far between (approximately 5% in road freight and 13% for passenger transport), with the same being true for forklift truck operators, warehouse staff or order preparers, where women remain in the minority.

However, market realities have driven companies to reconsider their position, faced with increasing labour shortages. Little by little, warehouses and logistics chains are opening up to women in order to top up their operational teams. In 2015, a study carried out by the AFT (Association for the development of professional training in transport) for the Prospective Observatory for jobs and qualifications in Transport and Logistics (OPTL), also revealed that the sector had seen women’s presence grow by 6 percentage points between 2005 and 2015, and men’s decrease by the same amount. An encouraging sign, but there’s still room for improvement!

Cultural bias

The road to equality remains a long one, mainly due to extremely deep-rooted cultural bias, which dictates that logistics and transport jobs are for men. Some firms also admit to a certain reluctance when it comes to proposing female candidates for roles, even when they possess all the required skills and qualifications. Furthermore, the women who have managed to gain a foothold in this environment recognise that they have to work twice as hard to assert their legitimacy. However, over recent years, the sector has experienced a number of shifts, ushering in a wider variety of roles, for which women have an altogether legitimate claim: task automation, technological progress and improved ergonomics have also made certain positions all the more accessible.

But it is particularly in management and support roles where women are making their presence felt most clearly. IT, shift coordination and optimisation, human resources, client relations, operational or crisis management, there are so many roles where qualified or even expert profiles are increasingly sought after, and which can represent true career opportunities for well-trained candidates. While the most critical roles – senior managers, logistical directors, team leaders – are often still reserved for men, some companies, in a drive for greater diversity, have decided to open them up to women. Even if, in these roles, they are expected to demonstrate their knowledge, expertise and technical ability, as well as their credibility, more than their male colleagues.

]]>https://www.morganphilipsexecutivesearch.com/blog/towards-greater-diversity-in-the-logistics-and-transport-sector/feed/0Legal sector recruitment in French-speaking Switzerland – Current trendshttps://www.morganphilipsexecutivesearch.com/blog/legal-sector-recruitment-in-romandy-current-trends/
https://www.morganphilipsexecutivesearch.com/blog/legal-sector-recruitment-in-romandy-current-trends/#commentsThu, 05 Oct 2017 08:57:37 +0000https://www.morganphilipsexecutivesearch.com/?p=8831 Transitional assignments: experts in ever increasing demand While this might be a well-established practice in certain European countries, and particularly so in France, in Switzerland we are seeing increased use of transitional assignments in the legal (or compliance) sector. They fulfil a number of objectives: organisational transformation, external growth,... Read more

Transitional assignments: experts in ever increasing demand

While this might be a well-established practice in certain European countries, and particularly so in France, in Switzerland we are seeing increased use of transitional assignments in the legal (or compliance) sector. They fulfil a number of objectives: organisational transformation, external growth, compliance with a new legislative context, crisis management, etc.

Assistance from lawyers is often necessary, but such support is often provided by a growing number of seasoned experts who are adapting to a specific remit within the very companies themselves and in closer proximity to the General Management and business teams. By definition, these transitional assignment experts can readily understand the daily workings of these organisations in order to best support them and their projects on an ad hoc basis.

The Bar: a vanishing requirement

The famous Bar was for a long time seen as the Holy Grail, a prerequisite for access to certain positions even those which were in-house. Nowadays, other equally prestigious qualifications may open the door to these roles (a law degree, dual training etc.). On the other hand, Bar admission clearly continues to be well regarded, particularly in the financial services sector and most of all within large private banks.

Salaries: occasionally decreasing budgets

We will soon publish a new and detailed pay study covering the Tax, Legal and Compliance sectors in Romandy. An underlying trend from Senior to Managerial positions is clear to see: that being a plateau-effect or even erosion of salaries levels among senior staff. At the same time, individuals with particularly rare and specialist roles are seeing salary increases (for instance M&A, tax, competition).

The internationalization of required profiles

Large multinationals have always been extremely interested in international profiles, with in-depth knowledge of Common Law often being a prerequisite. This is much less often the case for SMEs. Traditionally, such companies have been much more inclined to recruit experts in Swiss law, offering detailed knowledge of the local economic and legal/ judicial fabric.

Nevertheless, for a number of years, a clear shift has been taking place: certain private Swiss banks and some industrial SMEs have altered the paradigm in favour of overseas education and experience, even going so far as to make it a condition for recruitment.

As a result, as we have already seen, required qualifications are therefore more diverse and more international (law degrees, MBAs etc.).

The requirement of Swiss residency

Bearing in mind what is at stake in terms of confidentiality, industrial secrecy and even risks to reputations, it is increasingly necessary for legal staff to be resident in Switzerland, and often to have been so for several years. This trend is even more clear-cut among banks, certain leading industrial figures concentrating on innovation and a number of Swiss SMEs in possession of precious know-how.

The most challenging sectors to penetrate: horology, health and financial services

Certain sectors always require future managers to have a background in an identical or at least similar field.

In summary, there’s little hope, other than for the immediate competition. This is sometimes the case in luxury and horology sectors, as well as in health, international organizations, sports federations and financial services. There could be an obvious reason for all of this, given the

occasionally entrenched values and cultures characteristic of these environments and/ or technical barriers. For that reason, certain companies have opted for a radical change of tack given that the addition of new practices could be extremely valuable and effective.

Linguistic abilities that make the difference

As English has become a rare exception and is almost universally required, it is now German and/ or Swiss German which will enable talented candidates to set themselves apart. Above and beyond the ability to communicate, experience of drafting and negotiating contracts in German is an undeniable asset!

We could sometimes add the requirement of a law degree in German, along with in-depth knowledge of technical vocabulary.

This is even more so the case in certain sectors (cutting-edge industry, health, etc.) where there is a significant amount of interaction with the German market.

Markets within the market

There are large disparities within legal recruitment in Switzerland. On the one hand, there are numerous candidates (with “an eye on the market” or actively jobhunting) in a generally restricted market; on the other, there is a genuine battle for talented candidates with highly sought-after expertise.

Some examples would be: arbitration, competition law and tax experts etc.

New digital expertise

New regulations, and particularly those which are the product of European law, lead to new roles within companies.

A key example which has been subject to a great deal of attention, is that of the DPO (Data Privacy Officer), a new domain for legal staff who must get up to speed with new subjects.

A sizeable “hidden market”

The icing on the cake in the Executive Search field, but it remains true that the legal sector is particularly affected by this grey area. There are several reasons why: there is a stronger tendency towards discretion and confidentiality, the widespread use of sector experts (Specialist head-hunters, the broadly official circles of legal directors, co-opting etc.

Time and again, the most desirable positions require know-how and people skills.

]]>https://www.morganphilipsexecutivesearch.com/blog/legal-sector-recruitment-in-romandy-current-trends/feed/0Business Ethics as a mediator (part two)https://www.morganphilipsexecutivesearch.com/blog/the-compliance-culture-as-an-action-frame-part-two/
https://www.morganphilipsexecutivesearch.com/blog/the-compliance-culture-as-an-action-frame-part-two/#commentsFri, 29 Sep 2017 12:58:55 +0000https://www.morganphilipsexecutivesearch.com/?p=8792 The impact of Compliance Commitment on Economic Crime The Compliance Culture can be understood as a subculture of corporate culture, which should lead to a common orientation of the values, norms and traditions within the company. A Compliance Vision statement and a Compliance Mission statement should therefore act as... Read more

The impact of Compliance Commitment on Economic Crime

The Compliance Culture can be understood as a subculture of corporate culture, which should lead to a common orientation of the values, norms and traditions within the company.

A Compliance Vision statement and a Compliance Mission statement should therefore act as a basis for decisions.

The Compliance Vision identifies the strategic objectives for the next two to five years and focuses on integrity and a value culture. The Compliance Mission is the commitment to compliance and is intended to make clear what is permitted and what is not. It is therefore not sufficient to rely on the previous visible compliance artefacts (formal order), such as signed guidelines, completed e-learning, etc. Rather, compliance-compliant behaviour must also be found in informal orderliness and structure, ie in informal behaviour. Only at this point can the sense of right and wrong be influenced in favour of the compliance organization. Success can be achieved with the establishment of business ethics.

Business ethics serve moral self-control

Through appropriate compliance actions, the long-term goal of the Compliance Vision should be that the employee behaves in a compliant manner from his sense of duty (autonomous morality). Business ethics can therefore strengthen the autonomous morality within the framework of integrity initiatives. A positive side effect is that this also inhibits the perception of action.

Business ethics should therefore be understood as part of the daily process so that they also have an effect below the surface.

Therefore, the following should be taken into account when introducing Business Ethics:

They must be written precisely so that a higher level of explicit self-commitment is achieved.

eg: For particularly risk-affected areas, specific guidelines are required, which are developed together with the employees concerned.

They should be implemented in the “daily processes” and be cited again immediately before courses, trainings and employee interviews, so that moral action takes place through the reflection on one’s own values and on the ethical relevance in the particular situation.

eg: Management and executives should already be involved in the development of a compliance risk analysis, e.g. in the context of compliance risk assessments, individual interviews and workshops. Before the workshops, interviews or assessments, business ethics should be addressed.

Business ethics can therefore be understood as a mediator between compliance and integrity. The connection between compliance and integrity is Compliance Commitment. At the operational level, business ethics can lead to a higher Compliance Commitment, which can lead to fewer offenses and thus to the avoidance of economic crimes.

The author is head of compliance in a medium-sized company in the real estate sector. His main focus is the design of CMS, the conduct of internal investigations, HR compliance and the strategic approach to non-compliance.

Book publication: “Influence of Organizational Culture and Organizational Justice on Economic Crime: Implementing a Compliance Committee”

]]>https://www.morganphilipsexecutivesearch.com/blog/the-compliance-culture-as-an-action-frame-part-two/feed/0The digital revolution, redefining the role of HR?https://www.morganphilipsexecutivesearch.com/blog/revolution-digitale-la-fonction-rh-redefinie/
https://www.morganphilipsexecutivesearch.com/blog/revolution-digitale-la-fonction-rh-redefinie/#commentsThu, 31 Aug 2017 16:09:01 +0000https://www.morganphilipsexecutivesearch.com/?p=8653 Nowadays, nobody could deny that the rapid evolution of technology seen over recent years, and further still its permeation of companies, particularly given that for the last 5 years each and every one of us has had a device capable of extraordinary calculating power tucked away in our pockets,... Read more

Nowadays, nobody could deny that the rapid evolution of technology seen over recent years, and further still its permeation of companies, particularly given that for the last 5 years each and every one of us has had a device capable of extraordinary calculating power tucked away in our pockets, has ushered in major cultural changes which has influenced the way salaries have evolved throughout the entire world. This transformation is intensifying and happening more and more quickly.

The solutions offered by high technology contribute to a flow of new ideas and alter our behaviour. More than ever before, communication happens in real time, and the talent pool has become highly mobile. This has not only transformed lifestyle, but also the approach to work.

Thus working environments have moved on from a time when work was performed according to a fixed schedule and always in an office. More often than laptops, it is tablets and smartphones which accompany us everywhere and offer us an increased and previously unheard of level of control and autonomy in the way we organise work.

Career paths are no longer linear, teams are international and staff seek meaning in their work as well as financial security.

If these shifts have a lot to offer in terms of flexibility as well as the associated improvements in productivity and efficiency, they are no less of a source of stress and concern for our colleagues, who must continually adopt new methods and adapt in the face of competition, which is of course international but also domestic with the arrival of the start-up companies of generation Y, who grew up using these forms of technology.

What will tomorrow’s jobs look like? And role will Human Resources play as this evolution unfolds?

If, in the first instance, the challenge is technological, in reality the fact still remains that we are dealing with change management issues. And who, if not human resources managers, would be better placed to tackle the human impact of this transformation?